Stories and Case StudiesStories from change agents around the world applying modern approaches to change
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Read any article about how to ensure successful change (or why changes fail), and you're likely to see these patterns: we need communication, top-down support, strong leadership, a reason why (urgency), motivated individuals, and the right change method to follow....
In the project management world we take big projects and break them up into smaller pieces so they are less overwhelming to the people doing the work. This also makes it so we can track our progress. In Agile, we break them up into short iterations so we can create...
A couple of weeks ago Thomas Cagley interviewed me for his SPaMCAST podcast. Oddly enough, a few days later, I had an opportunity to try another experiment using storytelling. That will be a post for another day! [button...
“Change or die!! Innovate for become obsolete!” This is the false urgency that Kotter warns about. Knowing the difference between urgency and false-urgency can be difficult. Maybe change agents should be focusing on something else to help organizations change.
In today’s world, the organizational lifespan is shrinking, and established organizations are trying to figure out how to remain relevant. Sometimes that means change, but sometimes it means keeping something that’s working.
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
What happens when your organization is acquired and you have overlapping roles? Brock Argue tells us a story about they approached this problem, experiments they ran and what happened.
Sometimes there is more going on for people when change is introduced. This week’s guest post comes from Lena Ross who is a change consultant, speaker and facilitator. She writes about how brain research is helping us understand more about how people process change.
Sometimes we over complicate change and put the focus on following our favourite model, tool, framework or method. In this interview with Richard Atherton, I suggest 3 simple things that can help you move your transformation forward.
“We have to tell our teams what to do or they just won’t do it.”
How many times have you thought this? How many times have you had a conversation like this?